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Malaysia Education
Blueprint 2015-2025 (Higher Education)
NOT to be published without permission of MoHE
Norhayati Mohamed, PhD, Assoc.Prof.
Director, Programme Management Office (PMO)
Ministry of Higher Education
22nd October 2015
Challenges in
Implementation
KEMENTERIAN
PENDIDIKAN
TINGGI
1
Content 1. Brief overview of Blueprint development
2. Current state, vision and aspirations for Higher Education
3. Overview of the 10 Shifts
4. Way forward
5. Challenges in Implementation
2
Accelerating PACE of
CHANGE due to DIGITAL age
GLOBAL Competition due to
GLOBALIZATION
GLOBAL
Economic crisis
Addressing current and future Challenges:
Graduates for economic
vs society needs
Challenges facing
higher education
Equitable Access
industry-academia
collaboration
financial sustainability
return on investment
Institutional Autonomy vs
Accountability
R&D input vs outputs
Responsible citizen viz
Global citizen
Graduates 21st Century
Skills
Information overloads
Institutional Reputation
3
The Malaysia Education Blueprint (Higher Education) will be
centered on 10 Shifts
Intro-
ductory
chapters
Final
Sections
Table of contents
14 chapter writing teams
20 lead authors
42 writing team members
Stakeholder
Outcomes
Enablers to
improve
outcomes
▪ Introduction
▪ Current Performance
▪ Vision and Aspirations
▪ Conclusion
▪ Appendices and glossary
Shift
chapters
▪ Shift 1: Holistic Entrepreneurial
and Balanced Graduates
▪ Shift 2: Talent Excellence
▪ Shift 3: Nation of Lifelong
Learners
▪ Shift 4: Quality TVET Graduates
▪ Shift 5: Financial Sustainability
▪ Shift 6: Empowered Governance
▪ Shift 7: Innovation Ecosystem
▪ Shift 8: Global Prominence
▪ Shift 9: Globalized Online
Learning
▪ Shift 10: Transformed HE
Delivery
4
Sources of input for development of Malaysia Education
Blueprint (Higher Education)
Blueprint
developers
Stakeholders
2,300+ survey responses
2,300+ townhall and focused groups participants
16 international advisors and experts
14 Malaysian advisors
External
research
1 national survey
18 townhalls
9 focused
groups
250+ stakeholder representatives
5+ workshops
90+ HLI Chairmen, Vice-Chancellors, and Chief Executives
200+ HLIs represented
40+ industry skills councils and professional bodies
25 members of national education councils
50+ senior thought leaders and professors
140 districts of Parent-Teacher Association
20+ unions and associations
250+ students and alumni
30+ engagement
sessions
Continuous online
engagement
▪ 35 PSPTN review team members
▪ 14 chapter writing teams
▪ 20 lead authors
▪ 42 writing team members
Engaged
stakeholders
Phase I
Phase III
Phase II
2015-2025 (HIGHER EDUCATION)
>10000
stakeholders
engaged with
>1000 comments
5
1. Brief overview of Blueprint development and timeline
2. Current state, vision and aspirations for Higher
Education
3. Overview of the 10 Shifts
4. Way forward
5. Challenges in Implementation
Agenda
6
HIGHER EDUCATION IN BRIEF
67,746 Academic Staff
(PhD 15,461 - 23%)
International students Undergraduate level = 80,206
Post-graduate level = 27,812
Total = 107,838
Enrollment (1,253,501) Public HLIs = 618,180
Private HLIs = 524,350
Polytechnics = 89 503
Community Colleges = 21 468
Total = 1.2 mil
5 Research Universities
4 MTUN (TVET)
11 Comprehensive Universities
14 HICoE
NOT to be published without permission of MoHE
7
The higher education system in Malaysia has come a long way
10 Years 5 Years
70% increase in total tertiary
enrolment to 1.1 million students
and 36% enrolment in MoE
institutions (IPT, KK, Poly)
6x increase in Bachelor degree
enrolment (1990 to 2010)
10x increase in Master’s and
PhD enrolment (1990 to 2010) –
now ranked 3rd in ASEAN behind
Singapore, Thailand
3.1x increase in publications from
2007-2012, highest growth rate
in the world
4x increase in number of citations from
2005 to 2012
70% of publications from 2007-12
contributed by 5 Research Universities
11% yearly growth in number of
patents from 2007 to 2011 – Malaysia was
28th in the world in 2011
RM 1.25 billion revenues
generated from RUs as solution provider
to industries, agencies, NGOs (2007-2012)
Substantial
increase in
ACCESS
Rapid
improvements in
RESEARCH
8 SOURCE: QS World University Rankings by Subjects 2014
UPM
UKM UM
Top 50
Medicine
Pharmacy & Pharmacology
Chemistry
Environmental Sciences
UM USM
UPM UKM UTP UTM UM USM
Geography
Materials Science
Mathematics
UKM UPM USM UTM UM
UPM USM
UKM USM UM UPM
USM UM UKM UPM UTM
UKM UPM UTM UM USM
USM
Engineering - Electrical & Electronics
Agriculture & Forestry
Engineering – Mechanical, A&M1
Engineering - Civil & Structural
Communication & Media Studies
Economics & Econometrics
Education
UKM UM
USM=28
UKM
UM
UTM UPM
Law
Politics & International Studies
USM UPM UKM UM
UM
UKM
Modern Languages
Computer Science & Information Systems
Engineering - Chemical
Top 51-100 Top 101-150 Top 151-200
UKM UPM UM USM
USM UM
UPM
UM
IIUM
Top 50 in 1 subject area
51-100 in 10 subject areas
101-150 in 5 subject areas
151-200 in 3 subject areas
1 Aeronautical & Manufacturing
Malaysian universities ranked in top 200 in several subject areas
9 Source : QS World University Rankings 2014
Malaysian Universities Global Ranking 2014 100 200 300 400 500 600 700
Universiti
Malaya
Universiti
Kebangsaan
Universiti
Teknologi
Universiti
Sains
Universiti
Putra
International
Islamic University
UiTM
Asia Ranking 32 56 57 66 76
1
151 259 294 309 376 <550 <700
10
Improvements
27th
U21 Rankings
Environment Connectivity Resources Output
28th
OVERALL
20
14
2
01
5
15 32 12 44
26 35 12 44
8th Govt spending on
higher education
GDP
11
OUR ASPIRATIONS
12
The MEB (HE) sets out clear system and student aspirations
Access
System aspirations
Quality Equity Efficiency Unity
Student aspirations
CONFIDENTIAL - NOT FOR DISTRIBUTION
13
The new higher education system – major changes in a way it operates
NOT to be published without permission of MoHE
14 NOT to be published without permission of MoHE
SYSTEM ASPIRATION
Access
CURRENT
PERFORMANCE
ASPIRATION
Quality
SYSTEM ASPIRATION
Unity Efficiency Equity
CURRENT
PERFORMANCE
ASPIRATION
17
1. Brief overview of Blueprint development and timeline
2. Current state, vision and aspirations for Higher
Education
3. Overview of the 10 Shifts
4. Way forward
5. Challenges in Implementation
Agenda
Holistic,
Entrepreneurial and
Balanced Graduates
1 2 3 4 5 6 7 8 9 10 10 Shifts
Integrated CGPA
Entrepreneurial Mindset
Job seeker
Job Creator
Experiential Learning
1
2 10 SHIFTS
Talent
Excellence
4 career pathways
Educators Researchers Institutional leaders
Professional practioners
(Educators) (Researchers) (Leaders) (Practitioners)
I II III IV
CEO Faculty Programme
(CEO Faculty)
1 3 4 5 6 7 8 9 10
3 10 SHIFTS
Nation of
Lifelong
Learners
18 16 PSH 5 7 13
Wider adoption of APEL
National credit bank/ system
Increased support/ assistance for LLL
1 2 4 5 6 7 8 9 10
4 10 SHIFTS
Quality TVET
Graduates
Enrolment 2012 250K
Industry-led curriculum
New Collaborative Models
Increase capacity, quality and levels
Increase enrolment
2.5X
650K Enrolment 2025
1 2 3 5 6 7 8 9 10
5 10 SHIFTS
90%
Government
support OE
in public
HLIs
Financial
Sustainability
Increased
student
enrolment
6% Per year
Increase cost in
Higher
Education
7% Per year
1 2 3 4 6 7 8 9 10
5 10 SHIFTS
Financial
Sustainability
Income Contingent Loan from PTPTN
Endowment and Waqf funds with matching grants
New Funding Formulae based on performance
1 2 3 4 6 7 8 9 10
24
Funding formula for public universities
FROM
OE Block Grants
(60-70% for
Emoluments)
DE
Endowment and
other Income
Development
Other Income
100% 100%
Development
Tuition Fees
Tuition Fees
Block Grants
Performance Funding
Per Student Funding
Go
vt
Su
pp
ly-s
ide
Fu
nd
ing
TO
Current Funding
Mix
New Funding
Formulae
▪ Majority of funding to be linked to
outcomes and performance.
▪ Performance funding linked to:
– Priority outcomes, for
example, completion rates,
cost per student ;
– National priorities, for
example, access for low
income students; and
– Institutional mission, for
example, research output for
MRUs.
▪ Largest funding component
linked to number of students
– Differentiated based on
qualification (bachelor vs
masters vs PhD) and type of
programmes; and
– Links funding to demand
▪ Block funding for basic
operations of public universities.
▪ Approval on project basis.
▪ Reviews are conducted to match
duration of performance
contracts.
Gradual1
1 The implementation of the new funding formula will be stage-gated based on the different readiness levels and types of public universities
6 10 SHIFTS
Empowered
Governance
Tight Controller
Regulator and Policy-Maker
Performance Contract 5 years (3+2)
Increased Autonomy and Accountability based on state of readiness
University Board Members wider representations
Women
International Experts
1 2 3 4 5 7 8 9 10
Based on skill-sets
7 Innovation
Ecosystem
10 SHIFTS
Kerajaan
Quadruple Helix
Universiti
Industri
Komuniti
Government
Universities
Industry
Community
Lingkaran Empat Pihak
CREST PPRN
Collaborative Research in Engineering, Science & Technology
Public Private Research Network
1 2 3 4 5 6 8 9 10
M O O C Massive Open Online Courses
Global
Prominence
10 SHIFTS 1 2 3 4 5 6 7 9 10
Education as a National Key Economic Area
ASEAN-Integrated economic community
International student hub
Enhancing the
international student
experience
Increasing
brand
visibility
Attracting
new
markets
8
9
M O O C Massive Open Online Courses
Globalised
Online
Learning
10 SHIFTS
Courses using Blended Learning
70%
SEP 2014
The first involvement of public universities in MOOCs
20
1 2 3 4 5 6 7 8 10
10 10 SHIFTS
Transformed
Delivery
Ministry Talent
Identify and develop organizational leaders
Strategic Talent Management
Framework
Succession Planning
1 2 3 4 5 6 7 8 9
Public
HLI Private
HLI
Similar standards and regulations
Improve processes for private HLIs
Greater collaboration between public and private HLIs
Increase student and staff mobility
Cross-fertilisation
10 10 SHIFTS
Transformed
Delivery
1 2 3 4 5 6 7 8 9
University Transformation
Programme Based on GLCT
Putrajaya Committee for
Higher Education Higher Education Transformastion
10 10 SHIFTS
Transformed
Delivery
1 2 3 4 5 6 7 8 9
32
1. Brief overview of Blueprint development and timeline
2. Current state, vision and aspirations for Higher
Education
3. Overview of the 10 Shifts
4. Way forward
5. Challenges in Implementation
Agenda
33
Proposed overall governance for MEB (HE) implementation
Priority
Initiatives
Play-
book
1
Play-
book
2
Play-
book
3
Play-
book
4
Play-
book
5
New funding
formula
MOOC in
subjects of
Distinctiveness
TVET Trans-
formation
CEO Faculty
Programme
Other
initiatives
‘Knowledge
Circle’ for each
Playbook
Joint Taskforce
iPMO in each
public
university
Sponsor:
KSU(MoHE) Sponsor: KPPT Sponsor:
KP(JPP),
KP(JPKK)
Sponsor: KPPT Sponsor:
KSU(MoHE),KPPT
Secretariat: PMO
▪ Director: Dr. Norhayati
▪ Members: Dr. Khamaruddin,
Pn Noranyza
Institution
quality
Talent and
innovation
Student
quality
CONFIDENTIAL - NOT FOR DISTRIBUTION
University
Transformation
Programme (UniTP)
Sponsor: KPPT
Director: Dato’ Prof. Saleh
1
Putrajaya Higher Education Task Force
(HETF)
KSU(MoHE) (Chair)
▪ KPPT, KP(JPP), KP(JPKK)
▪ Members: MQA, PTPTN, AKEPT
▪ Secretariat : PMO
Minister (HE) (Chair)
▪ MOHE: DM, KSU, KPPT, KP(JPKK), KP(JPP)
▪ EPU: Minister and KP
▪ MOF: Minister II and KSP
▪ Industry leaders (private sector, GLCs )
▪ Convenes quarterly
▪ Provide strategic direction and decision-making
▪ Additional agencies (e.g., JPA, MNRE, MOHR,
MOSTI etc.) invited as needed
▪ Convenes every month
▪ Oversees and monitors MEB (HE) initiatives
▪ Escalate decisions to HETF as needed
MEB(HE) Steering Committee
2 3 4 5
▪ MOE
▪ MOF
▪ EPU
University
Transformation
Programme
New Funding
Formulae
MOOC in
subjects of
Distinctiveness
CEO Faculty
Programme
Technical and
Vocational
Education and
Training
Transformation
5 PRIORITY INITIATIVES for 2015
36
University Transformation Programme is a critical initiative of MEB (HE)
Ministry
1
Public universities
20
Academic staff 33k
Students 500k
The ministry leverages UniTP as the conduit to drive transformation through public universities to
implement all dimensions of MEB (HE) to impact 500K students
KEMENTERIAN PENDIDIKAN TINGGI MALAYSIA
38
Governance Enhancing University
Board Governance
and Effectiveness
Performance Mgmt Strengthening Performance
Management and Financial
Reporting
Career Pathway Strengthening Career
Pathways and
Leadership
Development
Income Generation Establishing Alternative
Income Sources Including
Endowment
Productivity Improving Academic
Productivity and Cost
Efficiency
PLAYBOOKS GUIDE BOOKS
University Transformation Programme (UniTP) and the Five (5) Playbooks
UniTP Green Book UniTP Blue Book
UniTP Purple Book
UniTP Brown/Orange Book
UniTP Yellow Book
39
The approach to developing the playbooks and university transformation
plans will be implemented across three stages
MEB (HE) Implementation Steerco
▪ Steerco will sign off the on the key recommendations, and drive the necessary policy changes
▪ Universities will report on progress against transformation plans at HE steerco from Jan 2016
Five Transformation
Playbooks on critical
topics
Pilot Universities to
“lead the way” on
play-book implementation
▪ Pilot universities selected to
lead implementation e.g.,
– Governance pilot – UMS,
UM, UKM
– Productivity pilots - UPM,
UIAM, UTEM, UKM, UiTM
▪ Each public university will be
required to draft an end-to-
end transformation plan
across all dimensions of the
UniTP and submit to the
Ministry by Dec 2016
▪ Input of senior advisor team
– e.g. Tun Zaki chaired
governance playbook team
▪ Formal syndication with key
stakeholders including VCs,
Chairmen, Registrars, PUUs
and Bursars
UNIVERSITY
TRANSFORMATION
PLAN
University Transformation
Plans by each public
university
C B A
D
Ins
titu
tio
na
l G
ov
ern
an
ce
CONFIDENTIAL - NOT FOR DISTRIBUTION
Aca
de
mic
Pro
du
cti
vit
y
Pe
rfo
rma
nc
e m
an
ag
em
en
t
Ta
len
t D
ev
elo
pm
en
t
Inc
om
e g
en
era
tio
n
40
GOVERNANCE PLAYBOOK (UNiTP Green Book) provides guidance on the
critical elements of an effective University Board
CONFIDENTIAL - NOT FOR DISTRIBUTION
Fulfilling
fundamental
roles and
responsibilities
Key changes within the components of an effective University Board
1 Structuring a
high-performing
University Board
Ensuring
effective
operations and
interactions
▪ Re-align
accountability of
university senior
management
directly to the
Board – not the
Ministry
▪ VC nomination by
the Board and
Minister appoints
from nominees
▪ Shift composition of
Boards to close
skill gaps
▪ Introduce diversity
of experience to
the Board – more:
– Private sector
– Internationals
– Women
▪ Increase the
effectiveness of
Board meetings:
– Quality and
timing of
materials
submitted will be
standardized
– Board agendas
will focus more
on strategy
▪ Board will assess
their effectiveness
annually and submit
results to Ministry
▪ Consistent
underperformance
will have
consequences
2 3
Assessing
effectiveness
of a University
Board
41
GOVERNANCE PLAYBOOK (UniTP Green Book): Analysis of board
composition reflects gaps in diversity of experiences, gender and
international representation
Source: Board composition of Malaysia’s 20 public universities – membership rosters provided via MOHE governance unit
Boards with >50%
Directors from the
public sector
International non-
Malaysian Board
Directors
Industry or private
sector Board Directors
Total Board
Directors from the
public sector
Women Board
Directors
Women Board
Chairpersons
85% 65% 0%
13% 13% 0%
CONFIDENTIAL - NOT FOR DISTRIBUTION
42
GOVERNANCE PLAYBOOK (UniTP Green Book): A survey of all public
university LPUs and VCs suggests gaps extend in skills and expectations
Source: Survey conducted by MOHE in June 2015 of all 20 LPUs, and 20 VCs of Malaysian public universities, Respondents N=40
“Current board composition
is not optimal”
“Absenteeism is a
significant problem”
Strategy expertise
“Not all board members
are clear on roles”
Fundraising expertise Connections to
industry
76% 46% 18%
70% 76% 52%
Percentage of respondents agreeing with statement
Current gaps in knowledge and skills of University Boards
CONFIDENTIAL - NOT FOR DISTRIBUTION
43
One of the key metrics to measure ‘academic productivity’ - cost
per graduate
CONFIDENTIAL
Cost per full
time student
equivalent
(FTSE)
(/annum) Productivity
Cost
Graduate On-time
graduation
(GoT) rate
(%)
Percentage of full-time students
from a particular enrolment batch –
2011 for masters degrees and
2009 for bachelor and PhD
degrees – who graduate on or
before the year that they are
prescribed to graduate
Total annual operating cost1
required per full time student
equivalent (FTSE)2 enrolled in the
university in 2014
Cost per graduate is an
internationally recognised3
measure used to define
productivity in public
universities
Definition of metric
1 Cost is calculated on an accrual basis, excluding any expenses related to government-allocated hospital budget (only for UM, UKM and USM) and
Private Finance Initiatives (PFIs)
2 The estimate for part time students is calculated by multiplying the number of part time students by a ‘part time : full time’ conversion factor. For most
institutions, this factor is 1:3, and therefore MoHE has chosen a conversion factor used in the analysis of 1/3
3 National Center for Higher Education Management Systems (NCHEMS) and American Institutes for Research: Delta Cost Project use cost per graduate
to measure productivity of public universities in the US. The metric is also used by state government bodies such as in Indiana and Florida.
PRODUCTIVITY PLAYBOOK (UniTP Yellow Book)
44
Replacing block
grants with
performance-
linked and per-
student funding
1
Implementing 5
year performance
contracts (3+2)
2
Defining clear
tailored KPIs
for every public
university
3
NEW FUNDING FORMULA: The Ministry has outlined 3 key
levers for the implementation of the new funding formula and
performance based contracts
CONFIDENTIAL - NOT FOR DISTRIBUTION
▪ Performance funding will be tied to specific student
outcomes, national priorities and the institutional
mission
▪ Per student funding will be linked to demand, and
nuanced by degree type, course type etc.
▪ The 3+2 year performance contracts will be tailored for
each university
▪ To be implemented based on the readiness level of each
institution
▪ Outcome-based KPIs will be carefully tailored for each
public university across key dimensions, such as academic
teaching and curriculum, research outcomes, contributions
to the community, organisational improvements etc.
45
1. Brief overview of Blueprint development and timeline
2. Current state, vision and aspirations for Higher
Education
3. Overview of the 10 Shifts
4. Way forward
5. Challenges in Implementation
Agenda
46
70% of change programs fail … … mainly because behaviors get in the way
% of
efforts
failing to
achieve
target
impact
30 70
Employee
resistance
to change
Management
behavior
does not
support change
39
Inadequate resources or budget
Other obstacles
33
14
14
SOURCE: Scott Keller and Colin Price; Beyond Performance: How Great organisations Build Ultimate Competitive Advantage. 2011; McKinsey Quarterly
Transformational Change survey; January 2010
70% of change programs fail because behaviors get in the
way!
INFLUENCING SUSTAINABLE CHANGE
70% of these
failures are due
to organization
issues
47
Change is tough …
48
… even when the stakes are high
Medical researchers took a group
of heart patients who had coronary
bypasses resulting from their lifestyle:
•Smoked too much
•Ate too much
•Drank too much
•Had too much stress
•And didn’t exercise
The patients were told: « Change or
Die »
49
When faced with the ultimate “burning platform”, What
percentage of heart patients changed their lifestyle?
10%
50
But change is possible
of patients who underwent a behavioral change
program were able to change their lifestyles and
avoid life-threatening heart problems
51
70% of change programs fail … … mainly because behaviors get in the way
% of
efforts
failing to
achieve
target
impact
Including initiatives
that primarily focus
on shifting mindsets
and behaviors
doubles the
chance of success
30 70
Employee
resistance
to change
Management
behavior
does not
support change
39
Inadequate resources or budget
Other obstacles
33
14
14
SOURCE: Scott Keller and Colin Price; Beyond Performance: How Great organisations Build Ultimate Competitive Advantage. 2011; McKinsey Quarterly
Transformational Change survey; January 2010
70% of change programs fail because behaviors get in
the way!
INFLUENCING SUSTAINABLE CHANGE
52
Contact:
Assoc Prof Dr Norhayati Mohamed
Director, Programme Management Office
E-mail: [email protected]